Question2 - What clubs and societies are you a member of and in what capacity?

I am not a member of any clubs and societies now. But in the past, I have participated many clubs and societies as listed in my resume.

Question3 - What factors have influenced your career choice?

The most significant factors which influenced my career choice are the degree of development of that industry at present and in future. After passing the financial tsunami, the economy of surroundings starts growing up again. The commercial activities of mergers and acquisitions hence occurred frequently. The relating industries such as accounting can be benefited. There are many businesses and enterprises require lots of professionals in accounting aspect to handle business activities such as consolidation of several businesses or companies of an enterprise. That’s why I have decided to enter into the accounting industry.

Question4 - Outline your career ambitions and objectives

My objectives are so clear in the accounting industry, to be the professional accountant as soon as possible.

Question5 - At KPMG our global values guide the way that we interact with each other and help to create our open, friendly and supportive culture. Please tell us about a situation where you have used two of KPMG's values to achieve a positive outcome.

When I studied at secondary school, I was a Chairperson of Environmental Protection Club. To be the leader of the club, I need to communicate and interact with members to discuss the issues of events that to be held. It is essential attitude I must have as it ensures the events can be held and operated smoothly and to reduce misunderstandings as much as we can. After collecting all opinion and suggestions of events from members, I integrated useful and valuable factors and apply them all to the events. To be the chairman of the club, as well as coordinator, I have to manage all staff and things relating to the club. And to ensure the...

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... These two companies have been staunch competitors in the marketplace for several years and the employees of Company A are resentful of integrating with their former rival (Argosy, 2013).
Company B’s Goals:
Managing the Communication and Information Sharing:
The company wants to keep employees informed of how the acquisition will impact them.
The company wants to be sure that they provide enough information to satisfy the employees, but not provide so much that the employees feel overwhelmed.
The company wants to be sure that the timing of the communication matches their execution of the changes within the two organizations.
Managing the Consolidation and Changes:
There is no doubt that there will be layoffs as a result of the acquisition. The company wants to do what is best for the acquisition in a way that inflicts the least amount of harm to the existing employees.
The company wants to make the decisions about who to layoff in the fairest way possible.
The company wants to try and limit exposure to potential discrimination (age and gender) stemming from the layoffs.
Managing the Relocations of Some the Employees:
Another impact of acquisitions is that employees may be asked to relocate in order to maintain employment in the newly formed organization.
The company wants to manage the expenses and potential disruption with the relocations.
The company wants to assess relocations verses hiring new...

...adopted by either multinational companies or regional firms in order to obtain global market shares as much as possible. Mergers and Acquisitions (M&amp;A) are one of methods for a corporation to grow and expand its global business. Globally, the value of M&amp;A increased by 19%, up to USD 2.25 trillion in 2010, with amount of USD378 billion contributed by the emerging markets contributed.
(http://www.ibtimes.com/ma-activity-highest-2007-more-predicted-2011-251301)
Some factors, however, such as credit availability, level of volatility and uncertain macro-economy, affect M&amp;A activity levels which have been closely joined with the state of the equity markets.
This essay is to make an introduction of M&amp;A terminology and its types; the reasons and motives for and barriers and limitations against M&amp;A; how to finance M&amp;A; the variety of strategies and tactics adopted by the acquirer and target; a range of corporation valuation techniques related to company consolidation; how M&amp;A activities impact on stakeholders involved; understanding the morale behind a corporation’s choice to divest part of its business and the various routes to divestment. After that, two cases of M&amp;A activities are to be discussed, which explain how the above theoretical knowledge have been achieved in practice.
a) Terminology and types of Mergers and Acquisitions (M&amp;A)
In order to achieve certain...

...Mergers & Acquisitions (M & A) is a general term used to refer to the consolidation of companies. Merger is the corporate action where two companies decide to combine their operations. Both the companies involved in the merger cease to exist resulting into a combined new company. On the other hand Acquisition is a corporate action where one company overtakes the operations of other company. The acquired company thus becomes a part of the acquiring company. Acquisition may at some times be without the consent of acquired firm. There are numerous examples of acquisitions and mergers in the current times. Tata Steel acquired Corus in April 2007. Corus ceased to exist independently after that and became a subsidiary of Tata Steel. Two major oil companies Exxon and Mobil decided in 1999 to merge their operations. As a result of the merger, these companies ceased to exist independently and a new entity Exxon Mobil was formed. Locally (in Zambia), Zambeef Products Plc acquired Amanita Ltd and Amanita Ltd ceased to exist independently after that and became a subsidiary of Zambeef Products called Zamanita.
There are basically three types of M & A transactions when viewed from the perspective of value chain, namely:
1. Vertical Integration: A company can backward integrate by acquiring its vendors/suppliers while it can forward integrate by acquiring...

...Acquisition Plan
Prepared by:
Ela Haxhiraj
Alba Sulce
Lorina Allushi
Mimoza Ballgjini
The plan objective
The company we chose to represent as the acquiring company is Eli Lilly and Company.
This company has a long history in the market, and nowdays is one of the 100th largest
pharmaceutical company in the world. Across the globe, Lilly discovers, develops,
manufactures, and sells pharmaceutical products. It has a wide range of products which are
sold in more than 125 countries.
One of the reasons this company is very successful even in such a competitive industry,
is that they are very competent in managing strategic mergers and acquisitions. By
collaborating with other pharmaceutical firms, Lilly continues to maintain its leader position in
researching and developing medicine. Their major strategy is the development of new
products. Therefore, even why they are most known for the development of anti-cancer
vaccines, they want to expand and acquire other smaller pharmaceutical compan ies. This would
increase the range of their products, and by acquiring firms outside the States, they would
increase they would have wider access to other markets as well.
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Mergers and Acquisitions:
A review of phases, motives and success factors.
Contents
1. Introduction
2. Merger & Acquisition Swings and Roundabouts
3. Merger & Acquisition Phases
4. Merger & Acquisition Motives
5. Merger & Acquisition Success Factors
Introduction
Merger:
The combining of two or more organization into a single organization in order to gain
competitive edge is called a merger.
Acquisition:
The complete takeover of a company by another company through purchasing of more than
50% shares of the target company is called acquisition.
numerous empirical researches attempted to identify external and internal variables like previous
experience in acquisition, mode of payment for acquisition, relatedness level between the companies
and the acquired company that seems to greatly influence the acquisition success, a significant
correlation has not been identified between them and the M & A success.
M & As are a common managerial strategy whether used by firms to enter a new market, subdue rivals
or acquire valued resources such as technology, location or people.
In this chapter we begin to review the literature on the topic with the objective of improving and integrat-
ing our...

...are there mergers and acquisitions? Mergers and acquisitions take place for a number of reasons, such as refinancing for a better price, amplifying expansion, and submerging risk through diversification. New entities may drag behind after a merger takes place due to the higher cost of matching different and unconnected economic activities. Diversification by business groups may also reduce technical effectiveness. When amerger takes place, a bigger business groups emerges from the two which usually will have more economic and political influence In this paper, we will assess the impact of mergers and acquisitions on firms, including sensible" and dubious reasons for, and benefits and costs of, cash and stock transactions. We will also be sure to examine the financial risks of merging with or acquiring an organization in another country and how those risks could be mitigated.
First we will we will assess the impact of mergers and acquisitions on firms while also touching on the benefits and costs of, cash and stock transactions. Who gains from mergers? Typically, the selling firm tends to be impacted favorably by the merge and/or acquisition rather than the firm acquiring the selling firm. Studies demonstrate that most of the benefits from mergers and acquisitions were earned by...

...﻿Introduction
Merger and acquisition both are strategic decision and an aspect of corporate strategy. One plus one makes three: this equation is the special alchemy of a merger or an acquisition. The key principle behind buying a company is to create shareholder value over and above that of the sum of the two companies. Two companies together are more valuable than two separate companies - at least, that's the reasoning behindmerger and acquisition.
Most histories of merger and acquisition begin in the late 19th U.S. However, mergers coincide historically with the existence of companies. In 1708, for example, the East India Company merged with an erstwhile competitor to restore its monopoly over Indian trade. In 1784, the Italian Monte dei Paschi and Monte Pio banks were united as the Monti Reuniti. In 1821, the Hudson's Bay Company merged with the rival North West Company.
Merger
The combining of two or more companies, generally by offering the stockholders of one company securities in the acquiring company in exchange for the surrender of their stock. Basically, when two companies become one. This decision is usually mutual between both firms. A merger can happen when two companies decide to combine into one entity.
According to Webster’s Business Dictionary-
“A blending of two or more companies by...

...Introduction
Mergers and acquisitions immediately impact organizations with changes in ownership, in ideology, and eventually, in practice. There are multiple reasons, motives, economic forces and institutional factors that can, taken together or in isolation, influence corporate decisions to engage in mergers or acquisitions. The financial risks of merging with or acquiring an organization in another country and how those risks can be mitigated are important issues for corporations to conduct research on. This paper will examine the sensible and dubious reasons for mergers and acquisitions and the benefits and costs of the cash and stock transactions.
Mergers and Acquisitions
According to Florida Incorporation, a merger is the statutory combination of two or more corporations in which one of the corporations survives and the other corporations cease to exist. An acquisition is obtaining control of another corporation by purchasing all or a majority of its outstanding shares, or by purchasing its assets (Florida Incorporation, 2006). According to Gilles McDougall, the reasons for mergers and acquisitions are numerous and include:
· To diversify or expand markets;
· To acquire particular production technologies;
· To take advantage of work forces with particular skills; or
· To benefit from "good...

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